Professor van Hoek conducted the first comprehensive study of actual AI adoption levels in procurement. His research, published in "Insight from industry – early lessons learned about AI adoption in core procurement processes, directions for manager and researchers", challenges conventional wisdom and offers a roadmap for organizations looking to harness AI's potential.
Van Hoek's study surveyed procurement professionals during manager workshops, uncovering a significant gap between what industry literature promises and what companies actually achieve. The findings challenge assumptions about where AI adoption is happening and who should be driving it.
As the research demonstrates, the cure for stasis isn't just movement—it's movement in the right direction.
One of the study's most important findings reveals that readiness appears to be at relatively low levels, with factors commonly considered in literature—such as executive support and willingness to invest—proving less relevant than less widely considered elements such as human sense-making and supplier readiness.
The key insight: Successful AI implementation requires engaging all team members, not just tech experts and managers. The research suggests that organizations should focus on human understanding and supplier involvement in the process.
This mirrors what anyone familiar with road construction knows: there are barriers, and then there are barriers. A set of cones requiring a lane change is vastly different from a road closure requiring a lengthy detour. The same principle applies to technological change in organizations.
While cost savings often top the list of expected AI benefits, van Hoek's research reveals a more nuanced picture. The study finds that procurement benefits of AI adoption are broader than costs and productivity alone, including visibility and innovation capabilities.
Van Hoek's research indicates that adoption levels are generally low, which means there's significant room for development of consideration, use cases, and possible pilots by organizations. The study emphasizes bringing nuance rather than hype to AI consideration.
The research indicates that there appears to be less consideration given to AI in procurement than interest in the topic might imply. This suggests that organizations have more opportunity than expected for developing AI use cases and pilot programs.
Van Hoek's research addresses a critical challenge: while Gartner estimates that by 2027 50% of organizations will support AI-enabled contract negotiation tools, only 14% of procurement leaders trust they have the talent to meet the business requirements of the future. Technological innovation matters very little if you lack capacity or the capabilities to harvest its gains.
A key strategic question emerges from the research: as van Hoek pointedly asks, "do you automate what you master or do you automate to master?" The answer to this strategic question will vary from firm to firm, but it remains one that must be asked at critical junctures.
"There is a growing body of conceptual work considering the potential of AI in supply chain and procurement," the research notes, but actual adoption data has been lacking until now.
Key considerations for organizations:- Focus on readiness and capability building
- Consider the full range of benefits beyond cost savings
- Engage all team members in the process
- Build understanding before scaling implementation
This research represents more than academic inquiry—it provides a practical framework for organizations navigating digital transformation. By highlighting the gaps between theory and practice, van Hoek's work offers decision-makers evidence-based insights for implementing AI successfully.
The study's findings are already influencing how companies approach AI adoption, shifting focus from purely technical implementations to more holistic, people-centered strategies. As more organizations apply these insights, the procurement profession stands to benefit from more thoughtful, sustainable AI integration. ¬